Dion hinchcliffe

High Impact Social Business:
Stories and New Perspectives
Dion Hinchcliffe

Social Business Summit 2011 Sydney | High-Impact Social Business

The drivers for next-generation business

• Pervasive global connectivity
• New friction-less interaction
platforms
• Next-gen mobility
• Focus on network effects
• Information superabundance
• Inherent transparency,
openness, and broadcast
• The rise of social capital


The current customer engagement
landscape

Webinars
online video

direct mail P2P video
social networks mobile
apps

(cc) 2011 Dachis Group. Creative Commons. Some Rights Reserved.


The marketplace has reinvented itself in the
last half decade

Public Social Networks
Interaction and Social Business

Worker Us
Online
Community Trust, Engagement, Reputation

Customer
Microblogs Communities

Community Mgmt Social Web Tech &
Standards
E2.0 Workﬂow The Social Web 1.5 billion
B2C
E2.0 Compliance
B2B
people
Trading World Wide Web
Business Partners Customers + Public

Including how, where, and who we interact
and do business with


Social As The New Dominant Global Trend

Source: ComScore Global & Morgan Stanley



Mobile Internet Ramping Up Faster Than
Desktop Internet by 5x



Hundreds of public social networks...

...channel fragmentation 8


Dozens of internal social channels
• E-mail
• Text messaging
• Instant messaging
• Meetings and conference calls
• Enterprise 2.0
• Social CMS
• Knowledge management
• Intranets
• Online communities

(cc) 2011 Dachis Group. Creative Commons. Some Rights Reserved. 9


Channel Fragmentation Is Now The Norm

+
400 social networks with over 1 million users = 2 billion mobile Internet users + 100 million
aggregate audience of about 900 million next-gen smart phone users across hundreds of
device types

Have Become The De Facto Primary
Channels for Customer Engagement


So Customers Have Moved...
And Companies Have Fallen Behind

• Mobile
• Social
• New Digital Channels

• Approximately 1 Billion “Digital Natives” Have
Migrated In the Last 3 Years



Companies Know
The Problem Will
Only Get Worse

 Outdated frameworks and operational strategies often relegate discussions to
incremental ﬁxes and piecemeal approaches
 Although @ComcastCares has over 10 employees responding in new customer
engagement channels like Twitter, they can’t scale.
 A proliferation of new social networks and mobile apps are appearing at an
increased pace – organizations are falling further behind.
 The result – large amounts of waste in fragmented data, customer records,
touchpoints, and experiences – leaving companies unable to efﬁciently reach
customers, prospects, and partners.



Change Keeps Coming:
The Rise of Social and Mobile Apps

PepsiCo Digital Chief: “The majority of social interaction will happen via mobile” - Feb
21, 2011



The worldʼs most important channels...



What do new engagement channels really provide?

• Radical reductions in cost of
doing business (i.e. 30% reduced
support costs)

• Dramatic improvements in
customer sat scores
• Real-time response to
customer needs & critical
situations
• Access to deep pools of
innovation
• Revenue growth (increased See Case Studies Section
top-of-line sales and service
numbers)


High Impact Social Business Stories


Origin Stories for
Social Business
• Open Source Software (OSS)
•
• The Search for Steve Fossett
• Innocentive
• AOL Social Talent Pool +
Problem = Innovation

• CIA and A-Space


Whatʼs the best way to interact with someone
under 30?

• Have a mobile app on their ﬁrst
screen.
• Those under 30 rank text
messaging as their #1 form of
communicating, followed by
Facebook.
• These are the critical and future
new channels in which to have
deep marketing effectiveness.
• The primary future of marketing
will be in “large scale social
experiences.”



How Customer Engagement Is Evolving
Large Scale Social Experiences



Case Study: HBO



Where is the social business opportunity in
workforce engagement?
• Increased levels of productivity that were inaccessible until now
• Enablement of tacit interactions on a previously unknown scale
(Source: McKinsey & Company)

Enterprise 2.0 has
the potential to
increase productivity
in complex
interactions, where
previous attempts
have largely failed



The 50 Foot Collaboration Rule
• Workers are not likely to
collaborate very often if
they are more than 50 feet
apart:

Take Away:
Surmounting this
obstacle is now
• Even with traditional possible with social
electronic aids such as
telephone, e-mail, and technologies
remote video



Significant Social Business Examples
• - 50x ROI in
high value scenarios
• - 29% reduction in e-
mail volume after making
social their primary
business channel
• and Atos
Origin - Eliminating e-mail
entirely while moving to
social channels
• Gold Corp - $3.5 billion in
value generated through


• Telecommunications giant wanted workers to
be much more collaborative (driven by the From Greg Lowe, Enterprise 2.0 Lead:
CEO)
• 77,000 employees scattered across the globe
previously using primarily process-focused
tools like SharePoint
• Began experimenting with Yammer back in
2008, now over 9,300 workers using it
- Users began reporting Ibeneﬁts: a problem.'”
“Yammer saved me three days of trying to ﬁnd who should talk to about

• Spent 13 months working on formal E2.0
implementation, which rolled out earlier in
2010 on Jive Software
• Users have been mobilizing and self-
organizing, such as sales groups that have
created social groups to share best practices
and internal techniques



Human Resource Implications for Social Business
• HR is ground zero for internal and external social
media
• Example: CHROs we talk to are fielding requests from
employees to create Facebook groups to collaborate
- Primary Cause: Employees are not given basic
collab tools in most firms
- One CHRO at a large financial services firm has
received over 50 such requests in 2010 alone
• Increasingly, HR is actually getting in the driverʼs
seat
- Policies
- Guidance and Support
- Professional Development
- “Air Cover”


Social Business in the Workplace



Show Me The Value:
Latest B2C ROI ﬁndings:
• 1700 executives from around the
world across a wide range of
industries
• 69 percent of respondents report
that their companies have gained
measurable business beneﬁts,
including:
- More innovative products and
services,
- More effective marketing and
customer care
- Better access to knowledge
- Lower cost of doing business
- Higher revenues
Source: McKinsey, September 2009



How do we best organize for Social Business?


Cross Border Example: Social CRM



How can we have meaningful conversations
with a million customers?

Example:



The Rise of Social CRM

• Deﬁnition: Better, more effective
customer interaction that
leverages the collective
intelligence of the broader
customer community to create
signiﬁcant business value.
• Industry leaders include Lithium,
Jive, GetSatisfaction, Salesforce,
and a rapidly growing host of
other offerings
• Most Social CRM vendors are
focusing on a broader range of
interaction beyond just Q&A
• Social CRM improves customer
satisfaction, drives down costs,
and increases innovation and
growth Industry Lesson: Most SCRM
implementors will reap a ~30% cost
reduction
® 2010 Dachis Group & Creative Commons. Some Rights
(cc) 2011 Dachis Group.Intuit. Confidential and Proprietary Reserved. 22


Intuit and Social CRM

Live Community. 7.5 million social
support users per year (over 20 million of
social support transactions a year.) Used
extensively in multiple product lines in their
SMB division.
• Long struggled to use software to compete with live
human beings (H&R Block, the previous #1 tax
preparer)
– Decided to collaborate with customers to help support their
users during an extremely time intensive yearly process: tax
season
– New process allowed anyone, either workers or customers, to
answer customer support questions in real-time
– Greatly lowered abandonment of the product and make
TurboTax the #1 product in the space for the ﬁrst time


Live Community:
Focusing Social Activity on
Customer Engagement
Transactions


Mobile Customer Engagement Cases



A new risk: Mobile disintermediation

• Customers want ease,
control, speed, and
results
• Offerings in a silo or
from on perspective are
becoming less appealing
• Aggegrators are actively
driving disintermediation
• Companies need to move
their thinking up a level
• Or there is a good
chance they will lose the
primary touch point with
the customer (re:
Google, Apple,
PageOnce)



What are the social business imperatives?
• Become digital natives: Invest
profoundly in understanding new social
business competencies
• Develop engaging social experiences
for your workers and customers
• Create high impact social business
solutions related to your lines of
business
• Reconcile traditional communication,
marketing, learning, and HR with social
business models New LG Mobile Concept Devices

• Experiment while not worrying about
succeeding slowly at ﬁrst
• Design your business for constant
change and growing loss of control


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